People Within Knowledge Worker Services

  • Keith Sherringham
  • Bhuvan Unhelkar


Like many transformative technologies, the business integration and realisation of the automation of knowledge worker services (the related analytics, machine learning, artificial intelligence, and real-time decision-making), success will come from the people who implement it and its ongoing adoption. The revision to knowledge worker services requires significant changes to the management and operation of many areas of business. Changes to ICT operations alone include revised service and support operations, variations to financial management, revised vendor management practices, enhancing workload management and processing, and greater business engagement. Beyond managing the ICT service transition are the required organisational change and revision to knowledge workers that consume the cloud-based services as well as the outcomes from automated services. The accumulative momentum from cloud computing, mobile computing, and automation, combining with Big Data and real-time decision-making is set to challenge the capacities and capabilities of businesses to respond. The right people with the required processes (frameworks) and access to the necessary information at the right time is what will meet the challenge. This chapter discusses aspects of the changes in capacities and capabilities within human capital for knowledge worker services.

Copyright information

© The Author(s) 2020

Authors and Affiliations

  • Keith Sherringham
    • 1
  • Bhuvan Unhelkar
    • 2
  1. 1.A.C.N. 629 733 633 Pty. Ltd.SydneyAustralia
  2. 2.College of BusinessUniversity of South Florida Sarasota–MSarasotaUSA

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